Planning Techniques
8/26/2011
PLANNING TECHNIQUES
1. 2. 3. 4. 5. 6.
SEVEN PLANNING TECHNIQUES
A Framework/Methodology
7.
Stages of growth Critical Success Factors Competitive Forces Model Value Chain Analysis Internet Value Matrix Linkage Analysis Planning Scenario Planning
STAGES OF GROWTH
CRITICAL SUCCESS FACTORS
1977 Jack Rockart, Center for Information Systems Research (CISR), Sloan School of Management, MIT A method for defining executive information systems needs Focuses on individual managers and their current information system needs
It was observed that organizations go through 4 stages in the introduction and assimilation of a new technology:
Stage 1: Early Successes Stage 2: Contagion Stage 3: Control Stage 4: Integration Stage 5: Data Administration Stage 6: Maturity
CRITICAL SUCCESS FACTORS: SOURCES
Few
CRITICAL SUCCESS FACTORS
One
key areas where things must go right for the organization to flourish Fewer than 10 (to be monitored) Time sensitive and time dependent (reexamined often) Has four sources of these factors
way to use CSF : use current corporate objectives and determine which factors are critical for accomplishing the objectives Discovering measures is the most time consuming part
Industry Company itself Environment Temporal organizational
Some are hard, factual data – quickly identified Softer measures – opinions, perceptions
IS
can then be developed based on these CSFs
1
8/26/2011
COMPETITIVE FORCES MODEL
Michael Porter, Harvard Business School (in the book Competitive Strategy) He believes companies must contend with five forces as shown in the diagram
FIVE COMPETITIVE FORCES
Threat of new entrants into one’s industry Bargaining power of buyers Bargaining power of suppliers Substitute products or services Intensity of rivalry among competitors
THREAT OF NEW ENTRANTS
BARGAINING POWER OF BUYERS
Buyers
Many new
PLANNING TECHNIQUES
1. 2. 3. 4. 5. 6.
SEVEN PLANNING TECHNIQUES
A Framework/Methodology
7.
Stages of growth Critical Success Factors Competitive Forces Model Value Chain Analysis Internet Value Matrix Linkage Analysis Planning Scenario Planning
STAGES OF GROWTH
CRITICAL SUCCESS FACTORS
1977 Jack Rockart, Center for Information Systems Research (CISR), Sloan School of Management, MIT A method for defining executive information systems needs Focuses on individual managers and their current information system needs
It was observed that organizations go through 4 stages in the introduction and assimilation of a new technology:
Stage 1: Early Successes Stage 2: Contagion Stage 3: Control Stage 4: Integration Stage 5: Data Administration Stage 6: Maturity
CRITICAL SUCCESS FACTORS: SOURCES
Few
CRITICAL SUCCESS FACTORS
One
key areas where things must go right for the organization to flourish Fewer than 10 (to be monitored) Time sensitive and time dependent (reexamined often) Has four sources of these factors
way to use CSF : use current corporate objectives and determine which factors are critical for accomplishing the objectives Discovering measures is the most time consuming part
Industry Company itself Environment Temporal organizational
Some are hard, factual data – quickly identified Softer measures – opinions, perceptions
IS
can then be developed based on these CSFs
1
8/26/2011
COMPETITIVE FORCES MODEL
Michael Porter, Harvard Business School (in the book Competitive Strategy) He believes companies must contend with five forces as shown in the diagram
FIVE COMPETITIVE FORCES
Threat of new entrants into one’s industry Bargaining power of buyers Bargaining power of suppliers Substitute products or services Intensity of rivalry among competitors
THREAT OF NEW ENTRANTS
BARGAINING POWER OF BUYERS
Buyers
Many new